Speedbumps and Detours - Navigating Resistance to Change
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Speedbumps and Detours - Navigating Resistance to Change

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Presentation at 2007 LavaCon conference for Advanced Technical Communication and Project Management; New Orleans, LA

Presentation at 2007 LavaCon conference for Advanced Technical Communication and Project Management; New Orleans, LA

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  • Speed Bumps and Detours - Navigating Around Resistance to Change When new processes are implemented, new work flows designed and new collaborative structures are called for, the logical way forward - a direct line from here to there - inevitably encounters the speed bumps and detours of resistance to (cultural) change. This presentation looks at what could go wrong, how to prevent it, and if you can't prevent it, how to shift into damage-control mode, and minimize the delaying effects. While planning ahead and anticipating problems is good project management practice, some of the less obvious issues can still catch you completely unawares. And since up to 75% of technology projects fail due to unforeseen implementation hurdles, the better prepared you are, the more likely it is that the project will succeed - despite the bumps and detours.

Speedbumps and Detours - Navigating Resistance to Change Speedbumps and Detours - Navigating Resistance to Change Presentation Transcript

  • Speed Bumps and Detours Navigating Resistance to Change
  • Overview
    • When technology projects and people meet:
      • what can go wrong (that we know about)
      • how to prevent things going wrong,
      • and if you can't prevent, how to
      • shift into damage-control mode
      • minimize the delaying effects
  • Why do CM/KM projects fail?
    • The number one reason:
      • Non-adoption by users
    • According to LISA’s 2006 Global Business Practices Survey:
    • “ Staff resistance to change is a factor that complicates roughly half of all technology implementation projects and severely threatens about one in ten”
    View slide
  • The reality:
    • CM is a process – not a product
    • It’s never the silver bullet ‘they’ promised …
    • New System + Old Processes  Failure
    • Upgrading or automating a broken system  same failures – just faster
    View slide
  • Common misconceptions
    • It’s (just) a technology implementation
    • It’s (just) an infrastructure project
    • It’s (just) a piece of software …
    • If we explain what’s going on, people will naturally fall in line (and do as they’re told)
  • This can go wrong …
    • Wrong system chosen
    • Non-adoption by users
    • Governance models didn’t change
      • No authoring and review policy in place
    • No-one took ownership of the content
    • IT rolled it out – and washed its hands
  • 1. Wrong system chosen …
    • Prevent:
      • Engage external – independent – consultant to do requirements analysis, and guide the RFP process
    • Damage control:
      • Cut your losses – stop the process to reevaluate
      • Work with IT and other stakeholders to adapt, adjust, or replace the system
      • Involves getting more budget
  • 2. Non-adoption by Users
    • Prevent:
      • Involve key staff from beginning
      • Recruit internal C-level champion
      • Evangelize
    • Damage control:
      • Never too late to involve key staff in process
      • Recruit internal advocates, C-level champion
      • Evangelize! Evangelize!
  • 3. No change to governance model
    • Prevent:
      • Map current processes and workflow
      • Involve staff in identifying and repairing critical faults, bottlenecks, and workarounds
    • Damage control:
      • Pause – reassess workflow, work with internal client groups to resolve issues
      • Reconfigure workflow in the system, test … and test again.
  • 4. Content has no owner(s)
    • Prevent:
      • During the content analysis phase, create content management teams for content categories
      • Make CM teams responsible for the content migration and/or rewrites
      • Do not outsource the migration!
    • Damage control:
      • Do it now, anyway, better late than never
  • 5. IT rolled-out … and was done
    • Prevent:
      • Secure equal standing at the project table
      • IT supports and connects; Marketing (or Tech Pubs, or CorpComm) drives the business case
    • Damage control:
      • Bring ‘em back on board – the job isn’t done if the benefits aren’t happening!
  • Human nature
    • Most people …
      • Do NOT like surprises
      • Care about their co-workers
      • Want to do the best job they can
      • Need occasional reassurances
    • Most managers …
      • Feel overwhelmed with ‘special projects’
      • Feel uncomfortable with ‘difficult’ conversations
  • Managers are people, too:
    • Learn to ask staff for input by:
      • Talk about the problem, not the solution
      • Tap into collective memories
    • Develop a mentor in the company
      • Use mentor as a sounding board
      • Ask for help dealing with internal politics
    • Make time for your high performance staff
      • Face time with the boss should be a reward
  • When you don’t get it right:
    • Broken processes
      • Dysfunctional behavior; territorialism
    • Wait-and-See attitude
      • Passive resistance; apathy
      • Cling to inefficient work methods
      • Jealously guard expertise; no sharing
      • Politicized environment
    run hide fight
  • What’s the Big Deal?
    • New systems = new processes
    • New processes = new work habits
    • New governance = new power structure
    Getting from “here” to “there” Change Management is:
  • Preparing for B I G Changes
    • Secure C-level sponsorship
    • Update your knowledge of CM (Join CM Pros, for instance)
    • Bring independent experts in
    • Map the current governance model, and:
    • Fix it before CMS roll-out
    • Talk with your people, not just at them
  • Transitional emotions
    • Discomfort (mild to extreme)
    • Loss of (professional) identity
    • Loss of status / power
    • can lead to
    • Anger and resentment; frustration
    • Passive resistance … active sabotage
    • Cosmetic compliance only
    • Depressed morale, rising tensions
  • Getting “there”
    • Communicate, communicate, communicate … a 2-way street!
    • Acknowledge, discuss, resolve
      • Use peer-mentoring
      • Focus on positive outcome
    • Provide forum for sharing experiences
    • Involve users in defining new roles
  • The good news:
    • Humans are actually very adaptive
    • It’s all about trust – in the system and in each other
    • Model desired behavior – do as I do – and most will follow
    • Bottom-up solutions  Ownership
    • Managing by results, not by process gets a lot more work finished
  • Focus on the people
    • Rule #1 of system implementation success:
    • Contact: 1-604-696-1993
    • E-mail : info@StrategyA.ca